Marshall Goldsmith

DECEMBER 31, 2012

Executive educator Goldsmith gets to the bottom of why some of us don’t meet our goals – and gives some free advice. At the end of my sessions, I ask leaders (who have received 360-degree feedback) to follow up with their co-workers and ask for ongoing ideas about how they can continue to become more effective.

360-Degree Feedback 102

360-Degree Feedback Follow-up Bottom-up Participative 102

Persuasive Powerhouse

OCTOBER 22, 2010

Scott has generously offered to send four free copies of his newest edition of The Next Level to the first four people who thoughtfully respond to the questions at the bottom of this post (that means that there is some decision made on what “thoughtful&# means – i.e., just commenting may not get you a free book).

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Harvard Business Review

FEBRUARY 21, 2018

And yet what we see when we administer 360-degree feedback surveys on behalf of these leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws. Everyone else can see this clearly; but the person with the fatal flaw almost never does.

360-Degree Feedback 11

360-Degree Feedback Self-aware Bottom-up Learning-by-Doing 11

Harvard Business Review

DECEMBER 15, 2017

A popular way of bringing physicians up to speed is to elevate them into management roles and team them with business executives. Creating a pipeline like this can help health care organizations recruit early-career physicians, develop their skills, and move them over time into key leadership positions.

Training 12

Training Health Care Management 360-Degree Feedback 12